2019 sustainability report · energy services projects completed cities and communities commercial...
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ENGIE North America
2019 Sustainability
Report
Introduction Planet People#ActWith
ENGIE
Our Purpose
ENGIE’s purpose is to act to accelerate the
transition toward a carbon-neutral economy,
through reduced energy consumption and
more environmentally-friendly solutions.
The purpose brings together the company, its
employees, its clients, and its shareholders,
and reconciles economic performance with
a positive impact on people and the planet.
ENGIE’s actions are assessed in their entirety
and over time.
171,100 EMPLOYEES
70 COUNTRIES
$67.4 BILLION IN REVENUE1
Low-Carbon Electricity Production2
96.8 GW installed
~92% Low carbon
28% Renewables
Sustainability
-55% Decrease in Scope 1 CO2 emissions since 2016
Science Based Target 2°C Certification Achieved
$10.8 Billion in green bonds3 issued since 2014
Customer Solutions
Global leader in energy solutions for cities
+250 District and heating networks worldwide
No. 1 Energy efficiency services provider in the world
Our Customers
CITIES AND TERRITORIES
COMMERCIAL AND INDUSTRIES
BUILDINGS AND PROPERTIES
RESIDENTS
1 2019 Sustainability Report
ENGIE GroupAccelerating the transition toward a carbon-neutral economy
Working alongside 171,100 employees in 70 countries,
ENGIE centers its operations on three key business
priorities: low-carbon electricity production, particularly
from natural gas and renewable energy; energy
infrastructure; and customer solutions. Leveraging
these strengths, the Group stands at the forefront of
the zero-carbon transition, offering solutions that blend
technological and digital capabilities with financing to
reduce energy consumption and support a better future
for everyone through harmonious progress.
Group Sustainability Ratings
ROBECOSAM: 82/100SUSTAINALYTICS: 73/100VIGEO EIRIS: 66/100ECOVADIS: 68/100MSCI: ACDP CLIMATE: ACDP WATER: B
1 As of 12/31/2019 2 As of 12/31/2019, at 100% 3 Green bonds are investments issued and earmarked specifically to support climate and environmental projects
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Group StrategyMaking the zero-carbon transition possible
Three years ago, ENGIE put the energy transition at the heart of its business strategy. In that time, the Group
reviewed its portfolio of businesses, halved its CO2 emissions between 2012 and 2018, and returned to growth.
The company has now entered the second wave of the energy transition, driven by companies and local
authorities, with an ambition to become the world leader in the zero-carbon transition.
Reconciling the planet, people, and profit for a positive impact
At ENGIE, we are convinced that the common good
is good for business. Our role as a leader in the
zero-carbon transition is to show that focusing on
the planet and people creates long-term value, and
combining performance and profitability with the
common good is possible.
This belief – that social and ecological performance
are just as important as traditional financial
performance – is at the core of our strategy to
pioneer the zero-carbon transition. The three Ps –
planet, people, and profit – are the fundamental ways
in which we illustrate that commitment.
For people, we take into account the
well-being of our employees and
the impact on companies, suppliers,
communities, and society as a
whole into the company’s choices.
For the planet, we consider
the climate change emergency
in all business activities.
For profit, we aim to be the world
leader in the zero-carbon energy
transition, helping both our company
and our customers become more
profitable through greater efficiency
and lower costs.
PEOPLE
PLANET PROFIT
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ENGIEIntroduction Planet People
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ENGIE North AmericaInviting our communities, customers, suppliers, and employees to #ActWithENGIE
Our Customers
Main Office Locations
6,500 EMPLOYEES
22.4% REDUCTION IN SCOPE 1 EMISSIONS SINCE 2017
$5.1 BN IN REVENUE
NEARLY 100% LOW-CARBON OR CARBON-FREE GENERATION
NO. 1 DISTRIBUTED ENERGY STORAGE COMPANY IN THE U.S.
POWERING HALF OF THE FORTUNE 500 AS THE 3RD LARGEST ELECTRICITY SUPPLIER IN THE U.S.
55,000+ ENERGY SERVICES PROJECTS COMPLETED
CITIES AND COMMUNITIES
COMMERCIAL AND INDUSTRIES
PROPERTIES
Houston, TX (Headquarters)
Oakland, CASanta Barbara, CASanta Clara, CAChicago, IL
Part of ENGIE Group, ENGIE North America is a power
generator, energy services company, and retail electricity
supplier committed to shaping a more sustainable future
throughout the United States and Canada. Our mission is to
connect society and companies to clean, affordable, innovative,
and resilient energy and the infrastructure that supports it.
Together with our customers and our employees, we aim to
make a positive impact that can be replicated on a grand scale,
creating a better planet tomorrow that starts today.
Engaging Customers in Energy as a Service™
To support the zero-carbon transition, ENGIE is
working to accelerate the adoption of Energy as
a Service™ solutions in North America to simplify
energy strategies with guaranteed outcomes.
These programs give customers the ability to
focus resources on core business priorities,
achieving capital flexibility with minimal balance
sheet impact while reaching infrastructure,
efficiency, renewable, and sustainable objectives
with greater predictability in energy costs.
1,1659,400
WIND POWER1
MW in operation
MW in development
SOLAR2 POWER1
3153,900
MW in operation
MW in development
NATURAL GAS AND BIOMASS 1
2,390 MW in operation
Detroit, MIAllentown, PANew York, NYBoston, MAToronto, ONMontreal, QC
1 As of 12/31/2019, at 100% 2 Includes utility scale solar (70 MW) and distributed solar (245 MW)3 2019 Sustainability Report
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North America StrategyRepositioning to shape a more sustainable future Amid a changing energy landscape, ENGIE North America is a forerunner in sustainable energy and services,
significantly repositioning its generation portfolio and related investments over the last three years.
FEBRUARY 2017
LANDMARK EVENT
ENGIE completes the sale of 10.4 GW of thermal assets, marking a new strategic focus on zero- and low-carbon generation
JULY 2017
INNOVATIVE SOLUTION
Ohio State Energy Partners is formed by ENGIE and Axium Infrastructure to support a 50-year asset optimization solution for The Ohio State University to operate, maintain, and invest capital in energy infrastructure
JULY 2019
ACQUISITION
Conti Corporation, a construction services company that designs, builds, and maintains energy infrastructure and assets
EARLY 2020
INNOVATIVE SOLUTION
ENGIE and Meridiam enter a 50-year partnership with the University of Iowa to perform asset optimization and facilitate all operations with respect to steam, cooling, water, and electricity
SEPTEMBER 2017
ACQUISITION
A group of six mechanical services companies from Talen Energy Partners
FEBRUARY 2018
ACQUISITION
Infinity Renewables, a leading developer of utility-scale wind projects
ACQUISITION
PBW High Voltage, a power system specialist in Ontario, Canada MARCH 2018
INNOVATIVE SOLUTION
Longwood Energy Partners is formed by ENGIE and Axium Infrastructure to support a microgrid district energy solution and day-to-day operations for the Longwood Medical and Academic Area
OCTOBER 2018
DIVESTITURE
Ownership stake in Cameron LNG, a liquefaction facility
DIVESTITURE
Everett LNG Terminal, the longest-operating LNG import facility of its kind in the United States
APRIL 2018
ACQUISITION
Unity International, a premier electrical construction and maintenance provider
ACQUISITION
SoCore, a fully integrated developer, owner, and operator of municipal/ co-op, community, and commercial solar projects
ACQUISITION
Donnelly Mechanical Corp, a mechanical, heating, ventilation, and air conditioning (HVAC), and energy services contractor
FEBRUARY 2019
ACQUISITION
Systecon LLC, a leading provider of complex modular utility solutions
MAY 2019
ACQUISITION
Genbright, a technology company with software to unlock more value from distributed resources
THE AIMTo reconcile the planet, people, and profit, building a thriving business that provides a complete suite of sustainable life cycle solutions and delivers long-term, positive impact to the environment and society
SEPTEMBER 2018
LANDMARK EVENT
ENGIE opens Mt. Tom Solar, replacing the Mt. Tom coal plant, ENGIE’s last coal asset
Climate change is a major crisis that we will face in the coming years throughout North America.
That’s why, in the last three years, ENGIE North America has undergone extensive change in the
United States and Canada to better position our business for zero-carbon growth.
We have transformed our generation portfolio by reducing thermal generation and have made several
bold commitments for the future:
• To accelerate the development of renewable energy, achieving at least 2.5 GW of new projects by
2021 and supporting customers through power purchase agreements
• To become a leader in integrated, carbon-neutral solutions, combining technical capabilities and
internal technologies to deliver sophisticated and financed energy programs
• To industrialize the development of asset-based strategies, starting with district heating and
cooling, distributed solar, and battery solutions
We made tremendous progress toward these commitments in 2019. We set a new record in building
nearly 500 MW of renewable capacity with 2 GW currently under construction. The year was also
marked by major power purchase agreements with Microsoft, providing 24/7 renewable supply, and
with Walmart, supplying 366 MW from wind projects in Texas and Oklahoma.
We also initiated several revolutionary, customer-centric solutions. We won two 30-year contracts
with our partners to serve the Canadian government in the National Capitol Region. We also earned a
50-year partnership with the University of Iowa at the beginning of 2020 to improve efficiency and
enable the institution to meet its sustainability goals. We will help the university meet its goal to
become “coal free” before 2025.
These are tremendous examples of the positive contributions we can provide to our communities,
customers, and stakeholders in the U.S. and Canada.
We are proud to share these accomplishments with you in this inaugural sustainability report and are
looking forward to building upon this momentum as we continue to explore new opportunities for
creating value through sustainable energy.
SINCERELY,
Gwenaelle Avice-Huët Executive Vice President, ENGIE Group
President and CEO, ENGIE North America
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Introduction Planet People
With the transition to zero carbon underway, ENGIE North America is pioneering a new path forward to fulfill our purpose: to shape a sustainable future.
We have come a long way in the last year in our corporate social responsibility strategy. Our first priority
has been to track and measure the carbon footprint of our operations and the emissions we help our
customers avoid through efficiency services and renewable energy assets. This involved aligning our
business unit and employees with the Group’s zero-carbon strategy, including emissions from our offices,
business travel, procurement, and IT performance.
Beyond that, we have prioritized community engagement around our activities with a strong focus on
sustainable educational programs – leveraging our existing relationship with universities, colleges, and
schools across the country. Finally, we continued to engage employees in all of our corporate social
responsibility efforts.
These are just a few of the ways ENGIE North America is living up to our vision: to empower vibrant,
sustainable businesses and communities for generations to come.
A strong foundation has been built to support the future of our people. Human resources, corporate social
responsibility, ethics, and risk management policies provide the lens through which all decisions are made.
We are working hard to inspire everyone to embody ENGIE’s four key behaviors, encouraging our teams to
be bold, demanding, open, and caring. We are boldly positioning the business around an ambition to zero
carbon, demanding to go the extra mile with the belief that anything is possible through the creativity and
innovation of our people. We are designing an open organization to drive powerful collective action, while
ensuring a caring environment based on mutual trust and respect.
Our culture is what uniquely sets us apart and is directly reflected in the achievements we share with you in
this report as well as the objectives we have set for ourselves moving forward.
We know we have a long way to go in fully realizing our ambition to zero carbon. However, the path ahead
certainly holds much promise for the planet, for people, and for profitability.
Senior Vice President, HR, Communications and Marketing, and CSRENGIE North America
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SINCERELY,
Paula Sacks
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Insights from The Ohio State University – an ENGIE North America Partner
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When did sustainability and energy service become a focus at Ohio State?
Ohio State’s sustainability journey crossed a significant threshold in 2008, when the university publicly committed to achieve carbon neutrality by 2050. As we began work toward achieving that goal, it became clear that energy use was the primary driver of Ohio State’s emissions footprint. In fact, we now know that campus building energy use represents almost three-quarters of the university’s total emissions. When President Michael V. Drake took office, he pushed the university to explore new ways to accomplish carbon neutrality in a manner that harmonized with another significant issue facing all of higher education: keeping access to a university degree affordable for all students.
What sustainability-related goals does Ohio State currently have in place?
Although the university established its carbon neutrality goal in 2008, it wasn’t until 2015 when a broad collection of Ohio State’s faculty, students, and staff developed more comprehensive targets. Many of these directly relate to the carbon neutrality effort, such as reducing the amount of energy use per square foot in our built environment and university fleet vehicle emissions. Others reflect Ohio State’s broader mission and include teaching and learning, research and innovation, and outreach and engagement.
Ohio State Energy Partners has been a highly active participant in many of the university’s sustainability goals:
increasing student learning through new scholarships and internship opportunities, advancing new knowledge
through the envisioned Energy Advancement and Innovation Center, helping to raise the university’s profile
among peer institutions and communities of interest, and, of course, executing campus-based solutions to
achieve our operational energy use and emissions reductions targets.
What kind of progress has the university made in the last three years through the agreement?
While the energy management agreement is still relatively young, as we are only two full fiscal years into the 50-year agreement, it is already delivering results in terms of the university’s sustainability goals.
The partnership has led to the endowment of a diverse array of sustainability activities at Ohio State that go well beyond campus energy management. For instance, co-curricular learning outside of formal coursework is advancing as ENGIE both exceeds the number of Ohio State student interns hired for professional development opportunities than the agreement originally outlined and develops unique programming to support student project-based learning.
The partnership is also allowing Ohio State to invest $40 million in programs and projects that can accelerate university priorities in areas such as health and wellness, leadership, arts and humanities, and sustainability – opportunities that would not have been possible otherwise.
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It’s been three years since ENGIE and Axium Infrastructure, an independent investment firm, formed Ohio State Energy Partners to execute the 50-year concession agreement with The Ohio State University to operate, maintain, and invest capital in the energy assets that serve the 490-building, 2,000-acre Columbus site. The partnership included a $1.015 billion upfront payment to the university, a $150 million commitment to support academic priorities, and a commitment to improve campus energy efficiency by at least 25% before 2028.
ENGIE sat down with Kate Bartter, Executive Director of the Sustainability Institute, to take an in-depth look at the impact the strategy is having on campus operations.
Kate BartterExecutive Director,
Sustainability Institute, The Ohio State University
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What is the typical path buyers take in procuring renewable energy?
While every organization’s journey to procuring renewable energy is different, large energy buyers
typically go through three key phases:
1. Understand. Before the procurement journey begins, a thorough accounting and mapping of an
organization’s carbon footprint must happen to identify where opportunities to reduce carbon
emissions exist.
2. Commit. Setting sustainability targets and making public pledges to procure 100% clean energy
may sound simple. However, in reality, the process requires securing internal buy-in from key
stakeholders and making a strong case to pursue the complex road to emissions reductions.
3. Act. This is the fun part. It’s also where REBA thrives and moves the market forward by supporting its
members’ pursuit of renewable energy projects across business enterprises.
What are some emerging trends you are seeing in the market?
The underlying theme of all the emerging trends is that energy users see themselves as part of
system-wide solutions.
First, and most prominent, energy buyers are shifting from a focus on procuring 100% renewable
energy to being powered by zero-carbon energy 24/7/365. Many large energy users are beginning to
view procuring 100% renewable energy as a means to an end, not the end itself. The focus is shifting
to how organizations can directly power their operations with region-specific, zero-carbon energy, on
a 24/7/365 basis. Second, many large energy users are shifting their focus from “new renewables” to
“material impact.” Third, more companies are integrating their other social and environmental goals into
their clean energy objectives.
What advice would you give to a company wanting to procure renewable energy for the first time?
First, join REBA! This community is designed to help you accelerate progress toward your goals, solve
the toughest barriers in energy markets, and connect you with peers to make the impact of your work
even greater. Second, engage your entire company. CEO commitment is a necessary underpinning, and
your colleagues in finance, legal, procurement, and contracting will be critical partners to your success.
Insights from the Renewable Energy Buyers Alliance – an ENGIE North America Partner
Established in 2013, the Renewable Energy Buyers Alliance (REBA) works to create a
resilient, zero-carbon energy system where organizations have a viable, expedient, and
cost-effective pathway to renewable energy procurement. With over 200 members,
REBA brings together large-scale energy users, their energy supply partners, other
industry service providers, and energy-focused nonprofit organizations.
As a member of the alliance, ENGIE sat down with Miranda Ballentine, Chief Executive
Officer of REBA, who shared the following insights on the landscape of corporate
procurement.
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Miranda BallentineChief Executive Officer,
REBA
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Planet | 2030 Group ObjectivesStrengthening our commitments to the environment
Energy is at the heart of human progress. Aware of our impact on the environment, ENGIE puts the planet at the
foundation of its business strategy, harmonizing growth with critical priorities to benefit the common good and
create long-term value that can be shared by all.
34% REDUCTION OF GROUP GHG EMISSIONS FROM GAS AND OTHER COMMODITY SALES BY 2030
In line with SBT trajectory
Compared to 2017 baseline emissions
58%GROUP SHARE OF RENEWABLE ENERGY IN THE ELECTRIC CAPACITY MIX BY 2030
In line with SBT trajectory
2017 share of renewables – 23%
DECARBONIZATION OF SUPPLIERS
100%of our preferred suppliers (except energy purchase) certified SBT by 2030
DECARBONIZATION OF OUR ACTIVITIES
emissions from our ways of working by 20302
0NET
We also monitor the following indicators to track our performance, develop strategies for improvement, and establish baselines for target setting:
• Share of activities, projects, and dismantling sites with an environmental plan
• Share of industrial sites with an ecological management plan
• Water consumption from industrial activities
1 Science-Based Target 2 Zero emissions after compensation, with compensation below 200,000 metric tons CO2
62% REDUCTION OF GROUP GHG EMISSIONS FROM POWER, HEAT, AND COLD GENERATION BY 2030
In line with SBT 1 trajectory
Compared to 2017 baseline emissions
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People | 2030 Group Objectives Improving performance for everyone
Thinking about the planet also means thinking about people. That’s why ENGIE strives to be more inclusive and works to
shape a sustainable future where everyone benefits from strategies that reduce energy consumption and speed the zero-
carbon transition.
We also monitor the following indicators to track our performance, develop strategies for improvement, and establish baselines for target setting:
• Training of the staff most exposed to the risk of corruption
• Share of activities, projects, and dismantling sites with a societal plan
• Responsible purchasing index score4
2.9 Including suppliers on closed sites
2018 rate - 3.2GROUP FREQUENCY RATE OF ACCIDENTS1 BY 2030
LESS THAN
GREATER THAN
.75 2018 rate – .38GROUP HEALTH AND SAFETY PREVENTION RATE2 BY 2030
100% 2018 share – 67%GROUP SHARE OF EMPLOYEES WITH ANNUAL TRAINING BY 2030
50% 2018 share – 23.3%GROUP SHARE OF WOMEN IN MANAGEMENT BY 2030
100 GROUP GENDER EQUITY INDEX SCORE3 BY 2030
1 Occupation accidents and fatalities resulting in one day or more of lost time, per 1 million work hours 2 Number of (high-potential) near-miss incidents, divided by the total number of occupational accidents and (high-potential) near-miss incidents
3 Calculated based off gender wage gap and measures taken to reduce wage inequality 4 Index includes CSR evaluation, payment delays, and inclusive purchasing
2019 Sustainability Report
PLANET
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PlanetAligning our business strategy with the United Nations Sustainable Development Goals
In three years, ENGIE North America has gone from being an energy producer to operating in such a way that the core
business now involves providing reliable clean energy to our customers and helping them consume less energy. This
fundamental shift in our commitments – to focus first on the planet – comes in direct response to climate change and the
urgent need for companies, communities, and countries across the globe to contribute to a lower-carbon future.
The environmental efforts featured in this section of the report are closely aligned to four key goals on the 2030 Agenda
for Sustainable Development, adopted by United Nations members in 2015.
No. 7: Ensure access to affordable, reliable, sustainable, and modern energy for all
No. 14: Conserve and sustainably use the oceans, seas, and marine resources to achieve sustainable development
No. 15: Protect and restore biodiversity
The development of renewable energy is essential
in the transition to zero-carbon resources. As
of 2019, 37% of our generation portfolio is
renewable and nearly 100% is low-carbon or
carbon-free. As a leading efficiency services
provider, we have also maintained a strong focus
on reducing greenhouse gas emissions with
solutions aimed at lowering consumption.
ENGIE improves water resource management by
recycling treated effluents and controlling the
impact of discharges into marine environments.
Activities to reduce the volume of water used and
maintain water quality for industrial processes
further support these efforts.
To keep global warming under 2°C, global
greenhouse gas emissions must be reduced by 40%
to 70% by 2050 compared to 2010, according to
the Intergovernmental Panel on Climate Change. In
addition to our ambitious plans to expand adoption
of renewable energy and energy efficiency, ENGIE
is facilitating long-term, asset-based solutions to
reduce the carbon footprint of our customers.
To mitigate the global erosion of biodiversity, ENGIE
employs an “avoid, reduce, and compensate” model.
We work with local, state, and federal environmental
entities to address biodiversity risks and help
improve habitats adjacent to our assets through
initiatives such as our solar pollinator program.
No. 13: Take urgent action to combat climate change and its impacts
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At JLL, we believe that climate change is arguably the
biggest long-term challenge currently facing humanity.
Our global reach (in more than 90 countries) puts us
in a position to continually drive improvements and
assist our clients in achieving their sustainability
objectives. We focus our efforts on climate adaptation
and mitigation by creating initiatives and actions
designed to ensure our clients, people, workplaces, and
communities are prepared for any possible future. One
example of this is the recent partnership with ENGIE
to address sustainability at scale and across diverse
client portfolios. This relationship allows us to achieve
continuous improvement for our clients by assessing,
implementing, managing, and refining sustainable
energy supply as well as infrastructure solutions.
Kyle Goehring Executive Vice President, Clean Energy Solutions
JLL
PlanetAffirming ENGIE North America’s position in the zero-carbon transition
Never before has the global issue of climate change been so pressing. Creating a clean, prosperous, low-carbon future
requires bold commitments from leading companies and communities worldwide. ENGIE is proud to stand together
with our customers and other industry leaders to champion environmentally responsible business models and bring
innovative sustainability strategies to the market.
NONPROFIT INSIGHTS
Cities, states, businesses, universities, and others
are taking climate action in record numbers. U.S.
subnational coalitions committed to climate action
represent almost 70% of gross domestic product, 65%
of the population, and more than 50% of emissions.
Our analysis, Accelerating America’s Pledge, shows
that ambitious and rapidly expanded bottom-up action
– drawing on the policies of the most successful states,
cities, and businesses – could reduce U.S. greenhouse
gas emissions up to 37% below 2005 levels by 2030.
Combining subnational leadership with renewed
federal engagement could further reduce emissions,
putting the U.S. on a reduction pathway consistent
with limiting warming to 1.5ºC.
Carla FrischPrincipal, Carbon-Free Cities and States
Rocky Mountain Institute
Carla Frisch is Principal of Carbon-Free
Cities and States at Rocky Mountain
Institute, where she works on America’s
Pledge, which brings together private
and public sector leaders to ensure the
United States remains a global leader in
reducing emissions. The Rocky Mountain
Institute is an independent nonprofit organization
designed to engage businesses, communities,
institutions, and entrepreneurs in the adoption of
market-based solutions that cost-effectively shift from
fossil fuels to efficiency and renewable energy.
Kyle Goehring is the Executive Vice
President of Clean Energy Solutions
at JLL, where he advises on and
facilitates clean energy strategies
and technology opportunities for
clients. JLL is a leading real estate
services firm that purchases, builds,
occupies, and invests in a variety of real estate
assets to create rewarding opportunities and
amazing spaces around the globe.
CORPORATE INSIGHTS
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SOLAR
3,900 MW
WIND
9,400 MW
SOLAR 1
315 MW
WIND
1,165 MW
NATURAL GAS
2,275 MW
BIOMASS
115 MW
ENERGY STORAGE
57.9 MWH
COMMERCIAL AND INDUSTRIES
ENERGY SUPPLY
Our CustomersOrganizing for customer centricity
In 2019, ENGIE North America launched a plan to strengthen the alignment of business operations with organizational
priorities. The aim: to transform the organization in a way that broadens cross-functionality and improves collaboration
to better address the needs of customers and deliver energy as a service. Today, a new profile has emerged with
customer-centricity at the forefront, intently focused on building innovative solutions to manage energy more
responsibly and sustainably.
CITIES AND COMMUNITIES
TECHNICAL &
DATA SERVICES
PROPERTIES
ENERGY SERVICESFACILITY
MANAGEMENT
CAPABILITIES
GENERATION IN OPERATION: 3.87 GW
GENERATION IN DEVELOPMENT: OVER 13 GW
INTEGRATED SOLUTIONS TO ENABLE CUSTOMERS TO MEET SPECIFIC OBJECTIVES
IN THE ENERGY-AS-A-SERVICE TRANSITION TO A MORE DECARBONIZED,
DECENTRALIZED, AND DIGITIZED WORLD
1 Includes utility scale solar (70 MW) and distributed solar (245 MW)
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Cities and Communities Municipalities, universities, schools, and hospitals
ENGIE North America tailors custom solutions to help cities and communities achieve reliable energy supply, balancing
operational objectives with priorities to safeguard social and environmental well-being. Our strategies help these
customers use resources more efficiently to meet critical stakeholder expectations, while devoting more attention to
their core missions.
A ‘Major Step’ for Philadelphia
In 2019, ENGIE North America entered into a power purchase agreement with the City of
Philadelphia, in partnership with the Philadelphia Energy Authority, to purchase energy
generated by the Adams County solar farm, an 88 MW project being developed by ENGIE.
Christine Knapp, Director of the Office of Sustainability for the City of Philadelphia, said
the move marked a critical milestone in achieving the city’s aggressive targets.
“The City of Philadelphia is committed to 100% renewable, zero-carbon electricity by
2030 and this solar project is a major step toward that goal,” she said. “We are excited to
work with ENGIE to staff this project with dedicated, forward-thinking Philadelphians.”
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Christine Knapp
Director, Office of Sustainability, City of Philadelphia
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Cities and Communities
Off-site and Distributed Generation
utility-scale solar, wind, and storage
Electrical Power Control
project management, efficiency, operations and maintenance, facility maintenance, asset management, and optimization
Commercial and Financial Structuring
Sustainability and Green Mobility
Digital and Artificial Intelligence Solutions
Public-Private Partnerships
with committed performance targets
District Heating & Cooling
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Cities and Communities
ENGIE University of Iowa
ONE SIGNIFICANT PARTNERSHIP. THREE KEY OBJECTIVES.
ENGIE North America and Meridiam, a global investor and asset manager, entered into a 50-year, $1 billion
public-private partnership in 2019 with the University of Iowa to manage energy and water utilities and help
the 1,700-acre campus achieve three distinct energy transition goals.
1. Make energy production on campus coal-free by January 1, 2025, if not sooner
2. Prepare the campus for resilient and sustainable energy use by exploring generation sources – such as
renewable energy, microgrids, energy storage, and other innovative technologies – as well as services and
solutions to reduce energy use
3. Build and deliver innovative engagement opportunities to the campus and community – such as internships,
global learning programs, and collaborative initiatives where students, faculty, and staff can engage in
sustainability efforts alongside the ENGIE team
ENGIE The Ohio State University
INCREASING SUSTAINABILITY WHILE DECREASING ENERGY COSTS
The agreement with the University of Iowa was modeled after the landmark 50-year, $1.165 billion public-private
partnership with The Ohio State University in 2017. Last year, Ohio State Energy Partners, a consortium of ENGIE
North America and Axium Infrastructure, deployed a revolutionary Smart Institutions platform as part of its plan
to reduce energy use across the campus and achieve our commitment to improve energy efficiency on the campus
by 25% before 2028. The AI-powered, holistic energy-as-a-service software solution is now being made available
by ENGIE to large institutions to help proactively and automatically manage buildings and energy assets, improving
sustainability while decreasing energy costs.
ENGIE Longwood Medical and Academic Area ADDING VALUE BEYOND ENERGY SAVINGS AND RELIABLE OPERATIONS
Operating jointly as Longwood Energy Partners, ENGIE North America and Axium Infrastructure completed the
acquisition of a microgrid and district energy system in 2018 that serves six preeminent Harvard-affiliated
healthcare institutions. The 33-year partnership includes operation of the utility system, supply procurement,
sustainability, and asset modernization to support the 213-acre campus.
Program highlights include:
• Microgrid and district energy operation of a campus with over 74 buildings, occupying 12 million square feet
• Commitment to develop and invest in planned expansions as well as energy efficiency, solar, and storage projects
• $250 million life cycle infrastructure investment over 33 years
• Supply, procurement, and risk management of 450 GWh of power, 5 bcf of natural gas, and other commodities
17 2019 Sustainability Report
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18 2019 Sustainability Report
Cities and Communities
ENGIE City of San José
SUPPORTING AN AMBITIOUS TRANSITION TO RENEWABLE ENERGY
In 2014, the City of San José partnered with ENGIE North America to replace existing streetlights with smart,
zero-emission lighting and reduce per capita energy use by 50%. Since the initial engagement, over 18,100
smart streetlights have been installed, significantly improving lighting quality while helping to increase traffic
safety and reduce light pollution. A total of 1.33 MW of solar photovoltaic capacity was also installed at seven
sites – from community centers to fire and police stations to a public library.
ENGIE has also upgraded heating and cooling equipment in the City’s buildings, such as the HVAC rooftop
unit at the Shirakawa Community Center. In 2019, ENGIE replaced the chiller at the San José Museum of Art,
culminating a series of initiatives that is projected to save the city $30 million, cut energy costs by more than
half over the life of the program, and lower its carbon footprint by 5,000 metric tons annually.
ENGIE Austin Energy
HELPING THE CITY OF AUSTIN’S RENEWABLE OBJECTIVES TAKE FLIGHT
In 2019, Austin Energy – a municipal electric utility owned and operated by the City of Austin – and ENGIE
North America signed a 2.3 MW solar power purchase agreement for 25 years. The project includes the
development of a solar canopy system at the City of Austin’s Bergstrom International Airport. When complete,
the system will provide 3,327 MWh of renewable energy to customers in the Greater Austin area and will
contribute to Austin Energy’s 2027 Resource Generation and Climate Protection Plan to increase consumption
from renewable resources to 65%.
ENGIE City of Philadelphia
MARKING A MAJOR STEP IN ACHIEVING AGGRESSIVE TARGETS
ENGIE North America and the City of Philadelphia, in partnership with the Philadelphia Energy Authority, signed a
significant solar power purchase agreement in 2019 to supply 22% of the electricity required to run Philadelphia’s
city-owned buildings. Construction on the 80 MW Adams County project – which marks a major step in the city’s
clean energy vision – will break ground in the first half of 2020, creating more than 150 jobs. It is expected to
become operational in 2021, as the largest solar farm in the state and one of the largest renewable deals of its
kind signed by any city in the U.S.
18 2019 Sustainability Report
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Decarbonization of Customers Helping cities and communities track environmental performance
As more cities and communities commit to ambitious climate action, ENGIE North America has heightened its focus on
data collection to track decarbonization and communicate progress to our customers. In 2019, we measured the energy
savings and decarbonization of the cities and communities we serve, which includes hospitals, schools, universities,
and municipal buildings and infrastructure. Energy savings data is tracked as part of performance-based contracts with
monitoring and guaranteed energy savings.
Continuing progress on this front will help our customers better understand the environmental benefits of energy
efficiency services and increase the amount of available data. The goal is to expand the reporting to include all service-
based contracts and increase the total number of agreements that monitor energy savings in the coming years.
1 Based on eGRID 2018 sub-regional, annual non-baseload output emissions rates 2 Metric tons; equivalent to 1,000 kg
In 2019, ENGIE analyzed data from city and community
contracts with monitoring and guaranteed energy savings.
These contracts are associated with energy efficiency
projects, such as lighting upgrades, building control
system upgrades, cogeneration, and HVAC replacements
and modifications.
The data demonstrated significant environmental impact
for these customers with a reduction of more than
50,000 MWh. Based on the regional energy mix of our
customers, this corresponded to over 28,000 metric
tons of CO2 equivalent. This figure is comparable to the
annual emissions of over 6,200 U.S. passenger vehicles,
the annual electricity consumption of nearly 5,000 U.S.
homes, or the emissions from nearly 3.2 million gallons of
gasoline consumed.
50,371 MWh REDUCTION
28.6k MT2
AVOIDED CO2e
17.78 MT AVOIDED NOX
11.94 MT AVOIDED SO2
2,010 kg AVOIDED CH4
280 kg AVOIDED N20
2019 Avoided Emissions1 from Energy Services with Performance Contracts
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Big Data Management Meets Big Energy Innovation
When renewable energy supply became mission critical, QTS Data Centers turned
to ENGIE North America as a low-carbon leader for an innovative, customer-centric
solution for physical green supply at its Irving, Texas location. Aaron Hicks, Site
Director of the company’s Irving facility, said ENGIE has since become critical in the
organization’s pursuit of 100% renewable energy by 2025.
“Around the time that ENGIE started to explore renewable solutions in the market, QTS
Data Centers made a pretty bold commitment to transition its entire footprint to 100%
renewable supply. We joined the RE100… Why did we do this? Because we wanted to
show customers that we share in their commitment to low or zero carbon, and ENGIE
ultimately helped us deliver on that point.”
Commercial and Industries Large, medium, and small private sector corporations
ENGIE North America devotes special teams to commercial and industrial customers requiring streamlined processes
and digital solutions as they confront significant challenges in reliable, sustainable, affordable, flexible, and predictable
energy supply. Our solutions are designed to meet evolving regulatory requirements while addressing competitive
market opportunities and shareholder concerns.
20 2019 Sustainability Report
Aaron Hicks
Site Director, Irving,QTS Data Centers
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Innovative Structuring and Funding
including simple, on-bill financing
Utilities Management
electricity, heating, cooling, compressed air, water, and wastewater
Data and Reporting Services
Energy Efficiency and Supply Management
Off-site Renewable Energy
asset-based solutions and power purchase agreements
Commodity Risk Management
electricity and gas supply alignment for contract simplification
Commercial and Industries
Distributed Generation
solar, storage, combined heat and power, and backup generation
ENGIE Microsoft
REVOLUTIONARY, AROUND-THE-CLOCK RENEWABLE SUPPLY
With the high-tech capabilities of Microsoft – and the zero-carbon assets of ENGIE North America – the
companies pioneered a strategy in 2019 to convert intermittent renewable supply into a fixed 24/7 power
solution aligned to Microsoft’s specific energy requirements. Leveraging a software with the intelligent cloud
services of Microsoft Azure, ENGIE will optimize the performance of two wind projects in Texas when they
come online in January 2021. The 230 MW-deal increases Microsoft’s renewable energy portfolio to more than
1,900 MW while paving the way for a new solution to support others in achieving zero-carbon objectives.
ENGIE Amazon
REINFORCING SUSTAINABILITY COMMITMENTS WITH A SOLAR POWER PURCHASE AGREEMENT
In 2019, ENGIE North America announced power purchase agreements with Amazon Corporation that will
contribute to the company’s commitment to achieving 100 percent renewable energy use for its global Amazon
Web Services infrastructure. Amazon will purchase energy and renewable energy credits from two solar
projects in ENGIE’s portfolio: the 50 MW Whitehorn Solar Farm in Pennsylvania and the 65 MW Hawtree Creek
Solar Farm in North Carolina. These farms, scheduled to come online in the summer of 2021, will generate an
estimated 250,000 MWh annually – equivalent to the annual electric use of 21,000 U.S. homes – and will be
used to help power current and future Amazon cloud datacenters.
ENGIE Walmart
CONTINUING PROGRESS TO POWER 50 PERCENT OF OPERATIONS WITH RENEWABLE ENERGY BY 2025
On the heels of its agreement with ENGIE North America to procure 150 MW from the Triple H Wind Project
in South Dakota, the global retail giant announced more plans to help people live better by purchasing an
additional 366 MW from ENGIE. The agreement includes 166 MW sourced from ENGIE’s Prairie Hill Wind
Project in Texas as well as 200 MW from ENGIE’s King Plains Wind Project in Oklahoma. The 2019 deal –
combined with the existing Triple H agreement – brings the collaboration between Walmart and ENGIE to more
than 500 MW of wind power in the U.S. market.
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Commercial and Industries
22 2019 Sustainability Report
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Commercial and Industries Revolutionizing renewable strategies with simplified, customer-centric options
ENGIE North America began to respond to the evolving renewables landscape two years ago with the introduction of easyRE
and customRE – two custom structured solutions to deliver renewable supply through traditional commodity contracts. easyRE
gives customers the ability to procure physical green supply from an existing renewable asset through a traditional retail
contract structure. customRE provides the ability to support the development of small-scale renewable assets, primarily wind
and solar, through a traditional retail contract structure.
In 2019, ENGIE took its strategies one step further, launching portfolioRE as a portfolio-based option for small to midsize
customers. The innovative opportunity provides the option to aggregate for simplified renewable supply, tailored to fit load
profiles and low-carbon objectives. Since the initial launch of these novel, customer-centric offerings in 2018, 14 customers
have enrolled, representing 1.6 million MWh of annual volume. These programs also serve different segments with 10
commercial and industrial customers, three universities, and one hospital.
ENGIE Nestlé WaterscustomRE TO REDUCE RISK AND LOWER EMISSIONS
Nestlé Waters first turned to ENGIE in 2018 for a custom structured solution to help manage the risks of an
existing 50 MW power purchase agreement in the Midwest to supply its facilities in Pennsylvania. ENGIE tailored
a unique customRE solution to sleeve the renewable volumes through a retail contract, converting Nestlé to a
fixed retail price relative to the location of the facilities. ENGIE has since developed an easyRE strategy to deliver
wind energy to Nestlé Waters North America locations in Texas, helping to reduce the company’s carbon footprint
by more than 44,000 metric tons of CO2 per year. In 2019, ENGIE built a strategy in Ohio to procure renewable
energy certificates to offset consumption and further the domestic development of zero-carbon resources.
ENGIE QTS Data CenterseasyRE TO ACHIEVE AGGRESSIVE RENEWABLE TARGETS
In 2018 – to demonstrate its environmental commitments – QTS Data Centers set its sights on an ambitious goal:
to join the RE100 by 2019 and publicly commit to procuring 100% renewable energy by 2025. With this objective,
QTS was primed to expand its renewable supply portfolio – and ENGIE was positioned to help. To support the
company’s fiscal and environmentally responsible priorities, ENGIE tailored an easyRE solution for physical green
supply to deliver the following key benefits:
• Renewable power sourced from Flat Top wind project – a 200 MW wind farm located less than 200 miles from
the company's Irving site – via an electricity wholesaler
• Renewable energy credits tied to the same generation asset, directly supporting the development of this nearby
wind energy resource, to meet the contracted 15 MW
• Price security with a 100% hedged green block of power
• Traditional retail services, including balancing and scheduling, to manage the risks of price and volume exposure
23 2019 Sustainability Report
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PropertiesFacilities requiring contracted energy services
ENGIE North America helps properties achieve operational efficiency with complex solutions that bring flexibility and
state-of-the-art technology to facilities. Our strategies address the critical priorities of this customer segment – scheduling,
price certainty, reliability, and safety – while taking into account all fiscal and social drivers, down to the local level.
Creating a Seamless, Sustainable Energy Services Model
In February 2019, ENGIE North America capped off a series of acquisitions to enhance its
capabilities in mechanical and electrical services. The company announced the purchase
of Systecon LLC, a leading complex modular solution provider for customers in a broad
range of industries. Systecon CEO and President Marty Tierney shared his thoughts on the
opportunity to build on the company’s legacy of achievements as a new part of ENGIE.
“Systecon is ready for the next chapter of our company’s success story. By leveraging the
interconnected network of other successful ENGIE teams, we can expand on our unique
approach to delivering modular HVAC and mechanical contracting solutions—creating a
seamless, sustainable energy services model for our valued customers."
24 2019 Sustainability Report
Marty Tierney
CEO and President,Systecon, a Company ofENGIE North America
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Properties
Planning, Design and Construction
Integrated Project Delivery
Distributed Energy Resource Solutions
solar, storage, combined heat and power, and backup generation
assessment and application
Technology
Engineering
civil, structural, mechanical, and electrical
Operations and Maintenance
hard and soft facilities management as well as full outsourcing of operational functions
ENGIE One VanderbiltLIGHTING EFFICIENCY FOR AN ICONIC DEVELOPMENT
With 1.75 million square feet of space, the 67-floor One Vanderbilt is the largest building in Midtown Manhattan.
Scheduled to open in 2020, the building was designed with sustainability as a top priority and will garner LEED,
WELL, and Wired Construction certifications. Unity International Group, an ENGIE North America company, was
selected to install the building’s LED lighting fixtures and daylight harvesting technology, which involved the
installation of thousands of lighting fixtures throughout the facility. The daylight harvesting system reads the
amount of daylight at any given time and adjusts lighting fixtures to balance the lumens necessary to light each
space, leading to greater efficiency than traditional lighting systems.
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Properties
ENGIE Government of CanadaA 35-YEAR EFFICIENCY CONTRACT IN THE NATIONAL CAPITAL REGION
In 2019, Innovative Energy – a consortium of ENGIE North America, PCL Construction, and Black & McDonald –
commenced a public-private partnership to modernize, maintain, and operate the district energy system that
heats 80 buildings and cools 67 buildings in Canada’s Capital Region (Ottawa-Gatineau). This mandate is part
of the Government of Canada’s Energy Services Acquisition Program and will contribute to its goal of reducing
energy consumption and greenhouse gas emissions from operations by 40% by 2030.
ENGIE Basketball CityA SLAM DUNK IN IMPROVING OPERATIONAL EFFICIENCY
After experiencing persistent issues with their HVAC system, Basketball City, a 70,000-square-foot, state-of-the-art
sports and entertainment facility in New York City, reached out to Donnelly Mechanical, an ENGIE North America
company, for help. A full systems analysis identified poor maintenance, incomplete system installation, and a need
for additional cooling capacity. To resolve these issues, Donnelly replaced seven existing units and installed four
units to add 80 tons of cooling capacity to the facility. Basketball City then entered into a preventive maintenance
agreement and enrolled in the ENGIE 20/20 reporting platform to monitor energy use and control costs.
26 2019 Sustainability Report
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27 2019 Sustainability Report
PropertiesAcquiring capabilities to strengthen sustainability offerings
ENGIE North America has intensified its acquisitive growth strategy over the last three years to enhance operations and
maintenance capabilities and amplify the mechanical and electrical contract services available to customers. These energy
services represent critical components of efficiency and sustainability strategies and can be leveraged with other ENGIE
capabilities to build reliable, responsible solutions to energy cost and carbon emissions challenges.
The recent acquisitions include a portfolio of six mechanical services companies from the Talen Energy Group, in addition to
Unity International Group and Donnelly Mechanical – two leading mechanical and electrical services providers.
In 2019, ENGIE made two additional acquisitions to strengthen its best-in-class mechanical service, maintenance, construction,
commissioning, and energy solutions in North America. The newest members of ENGIE’s portfolio of energy services
companies are Systecon, a complex modular solutions provider, and Conti Corporation, a construction services company.
Air Quality Solutions
Studies indicate that proper space temperature
and humidity conditions – coupled with great
indoor air quality – can improve environmental
responsibility while reducing illness and sick
days and increasing employee productivity
in the workplace. ENGIE performs indoor air
quality testing, remediation, and maintenance
for large buildings, leveraging the expertise
of certified indoor environmental consultants,
ASCS-licensed air cleaning specialists, and HVAC
engineers. Services include indoor air quality
assessments and inspections, duct cleaning, and
customized solutions, addressing everything
from filtration to ventilation strategies.
HCFC Refrigerants Solutions
Due to environmental damage, U.S.
production and importation of common
HCFCs1 – a chemical primarily used for
refrigerants – is being suspended or
phased out. ENGIE assists owners in the
replacement of older equipment and
provides services that upgrade existing
equipment, allowing air conditioning
systems to operate with environmentally
responsible alternatives. When installing or
servicing air conditioning equipment, ENGIE
tracks and manages the purchase, usage,
recovery, and disposal of refrigerants, in
compliance with U.S. EPA regulations.
1 Hydrochlorofluorocarbons
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Energy Generation and SupplyIncreasing clean energy resources
As part of our commitment to helping society meet the growing demands for energy today without compromising the
resources available to future generations tomorrow, ENGIE North America has heightened its focus on adding new zero-
carbon generation. ENGIE operates renewable, biomass, and natural gas assets to deliver reliable electricity supply to
customers. We also provide commercial, industrial, and residential consumers with a range of natural gas options.
In 2019, the company set an ambitious objective to add 2.5 GW of wind and solar capacity to the North American
generation mix by 2021. In the first year of this three-year commitment, ENGIE built 500 MW of zero-carbon resources – a
move that has put the company well on its way to achieving its goal within, or potentially before, the allotted time frame.
Holmani
Hawtree
Park
W
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29 2019 Sustainability Report
Avoided Emissions from Renewable EnergyEstablishing a baseline to measure our impact
In 2019, the renewable assets ENGIE North America owns and operates helped avoid over 920,000 metric tons of CO2
equivalent. These avoided emissions are directly correlated with the energy mix of the region in which the energy is
produced. The higher the carbon intensity of the regional electricity grid, the greater the impact of renewable energy
sources. For example, the 50MW Holman solar project in Texas produced 130,000 MWh of electricity in 2019. This
helped avoid 75,000 metric tons of CO2 equivalent. If this wind farm were located in California – a region with a lower
carbon intensity – and generated the same MWh, it would avoid 55,000 metric tons of CO2 equivalent.
Avoiding Emissions for Boston University
In 2018, Boston University announced a 15-year power purchase agreement with ENGIE,
marking a major step in the university’s strategy to become carbon neutral by 2040. Last year,
construction began on the South Dakota wind project that will become the source of 205,000
MWh worth of Green-e® Certified renewable energy certificates, which will account for the
annual energy supply of Boston University in 2020. Of the 127 wind and solar project proposals
reviewed by the university, the institution ultimately chose a project that would have the greatest
impact on global emissions. The South Dakota wind farm is located in a region intense with fossil
fuel electricity production and is projected to realize significantly more avoided emissions than a
local renewable project in New England.
1 Based on eGRID 2018 sub-regional, annual non-baseload output emissions rates; Canada assets based on 2019 Canada National Inventory Report generation intensity factors
2 Metric tons; equivalent to 1,000 kg 3 Data does not include Canadian assets
2019 Avoided Emissions1 from Renewable Energy Assets
920k MT2
AVOIDED CO2e
560k MT CO2eAVOIDED EMISSIONS FROM WIND ASSETS
360k MT CO2eAVOIDED EMISSIONS FROM SOLAR ASSETS
572 MT3
AVOIDED NOX
635 MT3
AVOIDED SO2
63 MTAVOIDED CH4
10.5 MTAVOIDED N2O
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Renewable EnergyExpanding our portfolio of zero-carbon assets
RENEWABLES IN DEVELOPMENT
The time it takes to construct a wind or solar farm can range anywhere from a few months to multiple years,
depending on the size as well as other factors, such as permitting and stakeholder engagement. Development
can have a significant impact on the local economy and lead to a number of positive outcomes.
In 2019, the 160 MW Jumbo Hill wind project and the 225 MW Long Draw solar project, both located in Texas,
commenced construction. The Jumbo Hill wind project, which required a $150 million capital investment,
will employ 250 people during the height of construction and is expected to support significant economic
development in the region. The Long Draw solar project will employ approximately 150 people during peak
construction and is expected to generate tax payments to Borden County and the Borden County Independent
School District of more than $10 million over the life of project.
WIND IN ACTION
In 2019, the Solomon Forks wind project in northwestern Kansas commenced commercial operation. With 105
wind turbines capable of producing 276 MW of clean energy, Solomon Forks is currently the largest wind farm
in ENGIE’s portfolio. Its location is near the East Fork wind project, which is scheduled to become operational in
the spring of 2020. Together, both projects will serve a number of leading brands, including T-Mobile U.S., Target
Corporation, Brown-Forman, and Allianz Global Corporate & Specialty.
Funding Renewables with Green Bonds
A green bond is a fixed-income investment
that is issued and earmarked specifically to
finance climate and environmental projects.
In 2019, ENGIE utilized over $412 million in
green bonds to finance renewable energy
projects in North America. The Jumbo Hill
wind project was financed with $57.8 million
in green bonds, while the Long Draw solar
project was financed with green bonds worth
$50.2 million.
1,480 MW RENEWABLE CAPACITY IN OPERATION
3,313 GWh2019 GENERATION FROM RENEWABLE ASSETS IN PORTFOLIO
37%SHARE OF RENEWABLE CAPACITY IN GENERATION PORTFOLIO
1,165 MW WIND IN OPERATION
9,400 MWWIND IN DEVELOPMENT
70 MWUTILITY SOLAR IN OPERATION
3,900 MWUTILITY SOLAR IN DEVELOPMENT
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DISTRIBUTED SOLAR
ENGIE North America is a recognized leader in distributed solar resources with hundreds of projects in operation and
development throughout the United States. Although the vast majority of these installations are small, with many
under 1 MW, the volume of ground mount, rooftop, and carport projects plays a significant role in our ability to
empower vibrant, sustainable businesses and communities.
ENGIE brings affordable distributed generation, small scale utility, and grid integration projects to electric cooperatives
and municipalities. Commercial and industrial customers often have significant real estate assets, offering abundant
potential for solar energy production. ENGIE helps these businesses evaluate and maximize opportunities, in many
cases pairing offerings with battery storage to close the loop on generation that is not consumed at the time it
is produced.
DISTRIBUTED SOLAR IN OPERATION: 245 MW capacity 459 sites
STORAGE
ENGIE designs, deploys, operates, and aggregates battery-based energy storage to support producers, distributors, and
consumers in the transition to sustainable energy-as-a-service solutions. Teams work closely with solar developers to
optimize projects and ensure energy is available when customers need it, providing funding options and technology
to simplify storage operation and monitoring. ENGIE’s portfolio of storage solutions in operation includes 146 sites,
providing 57.9 MWh of storage capacity with an additional 44 sites in development or under construction.
In 2019, 75 sites began operations, providing 24.7 MWh of storage capacity. Among the new customers was
Syncarpha Capital. The private equity firm develops, owns, and operates commercial and utility scale solar solutions.
A storage adder for Massachusetts’ SMART program motivated Syncarpha to seriously consider pairing energy
storage with its portfolio of community solar projects. ENGIE’s ability to guarantee payments for wholesale market
participation ultimately resulted in booking 36 MWh capacity at six sites – the largest portion of the firm’s portfolio.
BATTERY STORAGE IN OPERATION: 57.9 MWh 146 sites
Renewable Energy
Genbright
ENGIE acquired Genbright in 2019 to help consumers unlock more value from distributed solar and storage solutions.
The startup’s proprietary platform offers a simplified solution for distributed energy resources to tap into wholesale
market opportunities and build new revenue streams. ENGIE is now deploying assets with Genbright with a particular
focus on the New England and Massachusetts markets, a region that has created several new mechanisms to facilitate
battery storage participation.
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Natural Gas and BiomassSupporting the transition to decarbonization
ENGIE North America’s gas-fired power plants produce 50% less CO2 than the average coal-fired plant, making natural gas
an important fuel for the company’s decarbonization efforts in the electricity sector. Biomass and biogas are produced
from organic materials, such as wood chippings, agricultural waste, or municipal waste streams. These fuels are therefore
renewable, only releasing CO2 previously absorbed in an organic process, and can help reduce landfill waste and reliance
on fossil fuels.
TRACKING THE IMPACT OF OUR PLANTS
In 2019, this portfolio of assets generated over 12,000 GWh of electricity. ENGIE tracks the emissions associated with
these assets and adjusts generation and emissions data based on our ownership percentage of each generation source.
When adjusted for ENGIE’s ownership share, our thermal assets produced over 2.14 million metric tons of CO2 equivalent
in 2019 with 359 kg of CO2 equivalent for each MWh generated.
1 ENGIE leverages 2018 eGRID emissions factors 2 Based on eGRID 2018 sub-regional, annual non-baseload output emissions rates
FUELING WASTEWATER TREATMENT WITH BIOGAS
The Metro Wastewater Reclamation District serves 1.7 million people in the Denver metropolitan area and surrounding
suburbs and can treat up to 140 million gallons of water per day. As the plant's anaerobic digesters treat wastewater
solids, methane is produced as a byproduct and used as fuel for the plant's combined heat and power system, which is
owned and operated by ENGIE.
The system includes two 3.1 MW gas turbines configured to run on low BTU biofuel and conventional methane gas.
One generator runs at full capacity while the second runs based on the amount of available biogas. System heat is used
to maintain the proper temperature of the plant’s digester and support other processes, including space heating. By
leveraging a waste source for the production of energy, the Metro Wastewater Reclamation District is also reducing the
need for fossil fuels.
13 NATURAL GAS AND BIOMASS PLANTS
2.14 million MTCO2e EMISSIONS (ADJUSTED FOR OWNERSHIP)1
358.9 kg per MWhPORTFOLIO CO2e EMISSIONS RATIO2
2,394 MW Portfolio capacity
12,703 GWh 2019 portfolio generation
1,211 MW Portfolio capacity (adjusted for ownership)
5,966 GWh2019 portfolio generation (adjusted for ownership)
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Energy SupplyPowering our customers with low-carbon energy
ENGIE North America provides commercial, industrial, and residential consumers with a range of retail electricity and
natural gas options to best fit their needs. Across the United States, we serve over 35,000 commercial and industrial
customers in 14 electricity markets and seven gas markets, and over 100,000 residential and small commercial
customers in 14 electricity markets and five gas markets.
COMMERCIAL AND INDUSTRIAL
ENGIE helps commercial, industrial, and institutional
customers better understand the risks that come with
buying energy in deregulated markets, providing fixed-
price products with flexible volumes and contract lengths.
By offering both natural gas and electricity, we simplify
procurement, streamline contracting, and reduce supplier
management costs. In 2019, ENGIE delivered nearly
40,000 GWh of retail electricity and over 37.3 million Dth
of natural gas to customers.
To date, more than 11,500 GWh in renewable PPAs,
renewable energy certificates, and demand management
programs have helped commercial and industrial customers
participate in the zero-carbon transition by significantly
reducing emissions.
RESIDENTIAL AND SMALL COMMERCIAL
ENGIE also serves residential and small commercial
consumers under the Think Energy brand. Think Energy
helps customers manage energy costs by offering
competitive pricing on fixed-price products that eliminate
market risk and cost fluctuations and ensures billing
transparency. In 2019, the company provided more than
1,000 GWh of retail electricity and over 635,000 Dth of
natural gas to customers.
Think Energy also offers customers competitively-priced,
100% renewable energy options, allowing customers
to procure zero-carbon energy for their home or
small business.
Tracking Emissions from Gas Sales
To better understand our overall carbon footprint in North
America, ENGIE began compiling data in 2019 from retail gas
sales and calculating the associated CO2 emissions. Tracking
these emissions is allowing ENGIE to build a more accurate
count of our Scope 3 emissions while providing information
to establish reduction targets and related strategies.
Commercial and Industrial
35,000+ CUSTOMERS
40,000 GWh PROVIDED
37.3 MILLION Dth PROVIDED
Residential and Small Commercial
100,000+ CUSTOMERS
1,000 GWh PROVIDED
635,000 Dth PROVIDED
37.98 million DthTOTAL RETAIL GAS SOLD
2 million MT CO2END-USE EMISSIONS FROM GAS SALES
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Solar Pollination Program
In 2015, ENGIE introduced a nationwide initiative to restore native landscapes and create beneficial
habitats beneath and surrounding ground-mounted solar projects. In the Midwest, the company
focused specific attention on establishing high-quality, diverse, pollinator-friendly vegetation.
ENGIE has since become a leading advocate and trailblazer behind the approach. By the end of
2019, ENGIE had installed and continues to maintain over 600 acres of native vegetation and
pollinator habitat across more than 35 sites, managing the company-owned projects in a way that
exceeds the pollinator-friendly certification standards. Although the installations have required
a higher upfront cost, the native vegetation actually reduces maintenance costs, improves soil
infiltration, and minimizes soil erosion. Over the past five years, ENGIE has partnered with many
national research organizations, nonprofit companies, and academic institutions to test various
restoration approaches and quantify the benefits.
NATIVE VEGETATION AND POLLINATOR HABITAT: 604 acres 35 sites
Bird and Bat Conservation Strategy
During the development of renewable projects, ENGIE works with state or provincial, federal,
and local environmental entities and interested stakeholders to evaluate and address the risks
of proposed projects to properly site the infrastructure. All projects undergo evaluations to
consider possible effects and identify appropriate setbacks associated with wildlife, such as nests,
hibernacula, and other habitat features; valley breaks; wetlands; watercourses; and areas of cultural
and archaeological significance.
Bird and bat conservation strategies or similar plans are developed for all wind projects to protect
avian and bat species during construction and operation. These strategies describe a conservation
strategy that includes measures to avoid and minimize impacts that may occur in the vicinity of the
project. They also include post-construction monitoring and adaptive management plans to detect
and respond to significant impacts should they occur.
BiodiversityProtecting and ensuring healthy habitats
To help combat the global erosion of biodiversity, ENGIE North America undertakes a range of activities to mitigate its
impact while protecting – and, in some cases, improving – local ecosystems and habitats. In alignment with the United
Nations Sustainable Development Goals, the company remains committed to the sequential steps of mitigation hierarchy.
Working together with our customers and stakeholders, we avoid, reduce, and compensate at every opportunity.
34 2019 Sustainability Report
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Water UseMonitoring water use from plants and district heating systems
The United States withdraws 161 billion gallons of water a day to generate electricity in gas, coal, oil, and nuclear plants.
Ensuring water availability and efficiency are critical priorities for ENGIE North America. Our plants, and the district
heating solutions we manage and develop for cities and communities, depend on available sources of water to operate
properly. Thermal plants boil water to make steam that propels generator turbines, and large amounts of water are
often lost through evaporation. District heating and cooling systems use steam and condensate to heat and cool several
buildings, and the efficient collection and reuse of condensate in these systems helps reduce the need for water withdrawal.
MONITORING WATER USE AT OUR PLANTS
Water withdrawal involves removing water from a local source, such as a lake, river, or aquifer, while water
consumption is the amount of water that is evaporated during the generation process. To track performance and identify
resource risks and efficiency opportunities, ENGIE monitors its water withdrawal and consumption at our thermal assets
for which we have controlling ownership. In 2019, our total water consumption was 1.45 million m3, using 1.81 m3 of
water for each MWh generated.
1.79 million m3
FRESHWATER WITHDRAWALS
1.81 m3 per MWhWATER CONSUMPTION RATIO
1.45 million m3
WATER CONSUMPTION
STEAM OPTIMIZATION IN DISTRICT HEATING SYSTEMS
District heating systems are large-scale solutions that can consume a significant amount of water through steam
utilization. Many steam networks are closed loop, returning steam condensate back to the heating source to be reused.
However, a great deal of steam condensate can still be lost – even in closed loop systems.
To reduce consumption – and the water required to operate the system – ENGIE works with customers to lower energy
demand and make the flow of heating systems more efficient. At The Ohio State University, ENGIE is leveraging these
tactics to reduce steam demand and condensate losses, and ultimately lower the water requirements of the system. It is
also employing a strategy to increase the ratio of condensate return over steam produced so the system requires less
water input.
35 2019 Sustainability Report
Introduction Planet People
Environment
#ActWith
ENGIE
36 2019 Sustainability Report
Ways of WorkingWalking the talk for a sustainable future
ENGIE North America exists to shape a sustainable future. Our aim is to illustrate that commitment in everything we do –
from the energy solutions we provide customers to the strategies we employ to reduce our own footprint. In 2019, several
steps were taken to increase awareness, measuring, and reducing our impact on several critical fronts.
SUSTAINABLE OFFICE SOLUTIONS
ENGIE recognized a significant opportunity in 2019 to reduce the environmental impact of our office buildings and
create a more sustainable space for our employees. ENGIE teamed with ENGIE Impact to conduct a pilot program for
environmental self-audits focused on energy, water, and waste. With baseline data from the facilities that took part in the
pilot program, ENGIE intends to develop custom sustainability initiatives for our office buildings and enable employees at
the local level to drive participation in identifying opportunities to reduce environmental impact.
EMISSIONS FROM CLOUD SERVICES
As ENGIE continues to digitize and increase its dependence on cloud storage technology, the company has undertaken
several measures to better understand the emissions associated with the cloud services we employ. In 2019, ENGIE began
working with Microsoft to understand and track the emissions of our Microsoft Azure services. In total, our Microsoft
Azure services resulted in 5 metric tons of CO2 equivalent, primarily from data storage and computing services. These
emissions are significantly lower than what would be required for an on-site data center due to Microsoft efficiencies and
renewable energy purchases.
Fleet and Business Travel Emissions1
Emissions from fleet vehicles and business travel
can be significant for companies with decentralized
organizational structures and large geographic
footprints. In 2019, we calculated the emissions from
our fleet of almost 700 service trucks and vans to gain
a better understanding of our overall carbon footprint.
Additionally, as part of a new educational program, we
began collecting quarterly flight emissions data and
sending our employees individual reports outlining the
emissions associated with their business flights. The
aim is to encourage employees to develop innovative
solutions and local policies to minimize fleet and travel
emissions while providing benchmark data for internal
targets.
5,628 MT CO2TOTAL FLEET VEHICLE EMISSIONS2
8.1 MT CO2AVERAGE EMISSIONS PER FLEET VEHICLE
2,546 MT CO2TOTAL BUSINESS TRAVEL EMISSIONS
1.86 MT CO2 AVERAGE BUSINESS TRAVEL EMISSIONS3
1 Emission factors from EPA 2018 Greenhouse Gas Inventories 2 Based off average mileage of fleet vehicle type 3 Only including employees who traveled in 2019
Introduction Planet People
Environment
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ENGIE
37 2019 Sustainability Report
Ways of WorkingMOVING TO A MORE SUSTAINABLE HEADQUARTERS
ENGIE North America made the strategic decision in 2019 to relocate its Post Oak Central corporate headquarters to
Four Oaks Place, keeping the offices in Houston but moving to a facility that better reflected the company’s sustainability
priorities. The new location will improve space utilization, reducing the physical footprint of office space by more than
10%. It will also offer electric vehicle charging stations and improve energy efficiency with more natural light, LEDs, and
sensors. And it will operate as a paperless environment, with no paper products, plates, or plastic utensils.
Before the buildout of Four Oaks Place could begin, several existing furniture items were decommissioned through
Green Standards. The company employs charitable donations, resales, and recycling to responsibly redistribute no-
longer-needed workplace items.
ENVIRONMENTAL AND SOCIAL IMPACT OF THE GREEN STANDARDS COLLABORATION
122.4 TONS DIVERTED FROM LANDFILLS $45,725 OF IN-KIND
CHARITABLE DONATIONS
5 TOTAL BENEFICIARIES
“ We would first like to say thank you not only for your generous donation but for the quality of office furniture that we received. This donation allows for us to use funds that were allocated to purchase office furniture, to now be used for improving and enhancing our services provided to our participants and the community.”
When the move is complete in
2020, ENGIE plans to broaden
its impact, decommissioning the
bulk of the furniture currently
being used at Post Oak Central
to ensure environmental
responsibility while supporting
those in need locally.
Regina HasanExecutive Managing Officer
Unlimited Visions Aftercare, Inc.
The Green Team
In 2017, ENGIE employees in our Oakland office formed the Green Team to inspire behavioral changes and
make the office more sustainable. The team began by eliminating single-use utensils and cups as well as the
use of disposable promotional materials. In 2019, they started procuring 100% recyclable paper and paper
products, promoted proper waste disposal, and eliminated disposable soap dispensers. These contributions
have set such a positive example for the company that, in 2020, ENGIE plans to form and support additional
Green Teams in major office locations across North America.
2019 Sustainability Report
PEOPLE
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ENGIE
39 2019 Sustainability Report
PeopleAchieving excellence by positively impacting employees and society
The transformation ENGIE North America has undergone to become a leader in the zero-carbon transition has
positively impacted people both internally and externally. ENGIE helps to reduce energy consumption and bring
innovative green energy options to the market for customers of all sizes. The company strives to be inclusive,
particularly in relation to young people and women, and seeks engagement from the community on critical business
priorities while upholding the highest level of health, safety, and ethical standards in all interactions.
The employee and societal efforts featured in this section of the report are closely aligned to four key goals on
the United Nations' 2030 Agenda for Sustainable Development.
No. 3: Ensure healthy lives and promote well-being for all at all ages
No. 8: Promote sustained, inclusive,
and sustainable economic growth,
full and productive employment,
and decent work for all
No. 16: Promote just, peaceful, and inclusive societies
ENGIE believes employee experiences should be
elevated with a focus on health, safety, and
well-being across all business lines. We hold
ourselves to a high standard by providing
employee training, tracking our performance, and
following our “No Life at Risk” policy as well as
health and safety standards.
We support inclusive and sustainable economic
growth by providing diverse opportunities for
employees to learn and grow. We promote an
inclusive and collaborative working environment
with development opportunities and training for
employees at all levels within the organization.
To ensure everyone is able to share their talent,
we have made diversity a top priority. The
company is committed to professional equality
and diversity as a key team asset, and we aspire
to have women make up 50% of our management
positions by 2030.
At ENGIE, we act in conformity with laws and
regulations, establish a culture of integrity, and
demonstrate loyalty, honesty, and respect with
others. We act in accordance with our values and
core behaviors – to be bold, open, demanding,
caring – and in line with the principle of zero
tolerance for fraud and corruption.
No. 5: Achieve gender equality and empower all women and girls
Introduction Planet People#ActWith
ENGIE
40 2019 Sustainability Report
There are three words I’d use to describe our
experience working with ENGIE – professional,
exciting, and effortless. The team is always prepared
and willing to help. Lessons are dynamic, and students
are engaged in a way that comes naturally. Our
school district is impacted by poverty, homelessness,
and other negative issues. Many of our students do
not often get opportunities to create and discover.
With ENGIE, our students are excited about building
something. Lessons have opened the door for more
of our female students to see their part in science
and engineering. Both boys and girls have begun to
see and explore possibilities they had not thought
possible before. They’re empowered!
Tina Gutierrez GLRT Facilitator
Alisal Union School District
I started as an intern and eventually became a
leader with my own direct reports. I’ve met many
great mentors along the way at ENGIE, who have
encouraged me to take the next steps in my career
development. As an environmental engineer, it gives
me great joy to know that the projects I work on help
our customers reduce their carbon footprint, while
saving money, improving facilities, and meeting their
goals. I like that our projects include both energy
efficiency upgrades and on-site renewable generation
and that we are involved at every step of the way.
It’s a real partnership with our customers, and I enjoy
working closely with them to develop and deliver
projects that truly meet their needs.
Mariana de BritoLead Project Manager
ENGIE North America
PeopleIllustrating the strength of our impact
Employees and society are two of our most important stakeholder groups. ENGIE North America brings these critical
segments together to forge a path for the common good and amplify our strategic position. United for harmonious
progress, we collaborate and innovate to support initiatives that have a positive impact on the world on a grand scale.
EMPLOYEE INSIGHTS
ENGIE supports career development by
providing internship opportunities
for future employees as well
as training and development
opportunities for current employees.
Mariana de Brito is a Lead Project
Manager for ENGIE who began her
career with the company as an intern in 2012, joining
full time in 2014. She shares her perspectives on
working with company.
Alisal Union School District in California
is a long-time customer of ENGIE.
Through a unique education program,
ENGIE employees train teacher
advocates who rotate through
classrooms facilitating monthly
science projects for more than 9,000
students within the school district. By providing
materials and lessons complete with objectives,
directions, and literature, ENGIE helps these teachers
inspire the next generation of scientists and engineers.
PARTNER INSIGHTS
Employees
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ENGIE
41 2019 Sustainability Report
THE BREAKPOINTLIFE SAVING RULES IDENTIFYING HIPOS SHARED VIGILANCE
Health and SafetyPrioritizing for a new risk profile
As the business strategy of ENGIE North America has shifted over the last three years, the health and safety requirements of
the organization have also changed. In 2019, ENGIE introduced health and safety standards to help guide a new strategy that
addresses the company’s current risk profile while continuing to reflect the Group’s commitment to “No Life At Risk.”
ENGIE’s standards reinforce these pillars, providing nine elements to ensure all safety practices and procedures are
implemented in a consistent manner across the various entities. The aim is to build a culture that is rewarded by injury-free
execution of work while establishing benchmarks for safety metrics given the organization’s new risk profile.
ENGIE’S “NO LIFE AT RISK” POLICY IS BASED ON FOUR PILLARS THAT APPLY TO EVERYONE – WHETHER EMPLOYEES OR SUBCONTRACTORS
Nine fundamental rules
to be respected by
everyone, everywhere.
If you’re not as safe
as you could be, say
STOP! It’s everyone’s
duty for the sake of
everyone’s safety.
A HIPO is an event
with high potential for
causing death or serious
injury. Identifying
and analyzing HIPOs
contributes directly to
preventing risks.
Employees,
subcontractors, and
temporary workers must
be vigilant for each other,
for their own safety, and
that of others.
5. NO PLAN – NO WORK!
2. SITE LEADERS IDENTIFY RISKS AND PLAN MITIGATION
1. VISIBLE LEADERSHIP
4. WORKFORCE SUPERVISORS ARE CRITICAL INFLUENCERS IN SAFE PROJECT EXECUTION
3. STRICT ADHERENCE TO ENGIE LIFE-SAVING RULES AND PPE REQUIREMENTS
7. LONE WORKER SAFETY
6. SEE IT – OWN IT!
9. CONTRACTOR PREQUALIFICATION AND OVERSIGHT
8. URGENT AND EFFECTIVE MANAGEMENT OF INCIDENTS AND INJURIES AS WELL AS WORKER COMPENSATION CLAIMS
Employees
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ENGIE
2.362019 TARGET - 5.0
6.452019 TARGET - 8.7
42 2019 Sustainability Report
Health and SafetyHealth and Safety Performance
At ENGIE North America, the health and safety of our employees is essential. Many of our employees often work in conditions
that present potential hazards. Therefore, the implementation of health and safety standards, proper training, and methods to
identify trends in performance is vital.
ENGIE tracks two key indicators to determine trends. Lost time accident frequency rate represents the number of accidents
resulting in one day or more of lost time per 1 million hours worked. Medical treatment frequency rate represents the number
of reportable medical cases, minus incidents of occupational diseases, per 1 million hours worked.
In 2019, our lost time accident frequency rate was 2.36 and our medical treatment frequency rate was 6.45. Both of these
metrics showed an improvement throughout the year and were well below the 2019 target rate. New health and safety
standards and the dedication of leadership in applying processes and procedures to mitigate risks, such as pre-task planning,
incident reporting, and proper use of personal protective equipment, attributed to the strong performance.
LOST TIME ACCIDENT FREQUENCY RATE MEDICAL TREATMENT FREQUENCY RATE
Employees
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ENGIE
43 2019 Sustainability Report
GENDER DIVERSITY
The ENGIE Group has rolled out a series of initiatives to empower women and encourage them in their careers since 2008.
These plans have been carried through to our operations in North America and include managing a Women in Energy
Network, a mentoring program, and a training program to encourage female leadership. As of early 2020, women make
up 22.9% of our workforce, 22.3% of management positions, and 38% of the ENGIE North America Executive Committee.
We believe that increasing gender diversity will make our company more productive and attractive to potential
candidates. We also believe that our female leaders can set a positive example for younger generations within our
workplace, the energy industry, and throughout society. This is why we aspire to have women make up 50% of our
management positions by 2030.
Diversity and Inclusion Promoting an environment where differences are valued
The heart of innovation at ENGIE North America beats with divergent thinking. Encouraging diversity of thought
and providing an inclusive environment where different perspectives are heard, respected, and valued are critical
company priorities. Our diverse and inclusive workplace reflects the communities where we live and work, and
the varying viewpoints of our employees help us bring new ideas to life to better serve our customers.
22.3%1
WOMEN IN MANAGEMENT POSITIONS
WITH A GROUP OBJECTIVE TO REACH 50% BY 2030
22.9%1
WOMEN IN THE WORKFORCE
38%WOMEN IN ENGIE NORTH AMERICA EXECUTIVE COMMITTEE
1 Full-time employees only; excluding contractors and union employees
Employees
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ENGIE
44 2019 Sustainability Report
Diversity and Inclusion EMPLOYEE GROUPS
The Young Professionals Network was established in 2019 by a volunteer team of young ENGIE North America
employees. This network, modeled after others within the ENGIE Group, offers this important employee segment a
chance to develop professionally and collaborate with peers. It relies on the initiative, engagement, and creativity
of members to foster a strong culture of inclusion and camaraderie among young employees and provide them with
opportunities to contribute to ENGIE’s strategy.
ENGIE Pride is an inclusive, supportive organization that provides resources, shapes policies, and leads outreach to
foster and celebrate the lesbian, gay, bisexual, transgender, and queer community within the company and beyond.
The group is structured on three pillars – internal awareness, education, and support; policy and advocacy; and
community outreach and involvement. In 2019, the organization continued to expand its reach and now has an active
presence in 10 offices across ENGIE’s North American footprint.
The Women in Energy Network was established in 2019 in the corporate headquarters in Houston as a way to engage
women in ENGIE with opportunities to collaborate. The group is focused on three pillars – to inspire women to become
leaders, to train women and provide them with resources to succeed, and to provide opportunities for members to
give back to the company and the local community. In 2020, the network plans to form committees around each of
the three pillars and expand its activities to other offices.
Timothy Lee
Marketing and Data Analytics Strategist,
ENGIE North America
Young Professionals Network"As a member of the planning committee for the Young Professionals Network (YPN),
I worked alongside my peers to establish the foundation for this employee group. The
YPN benefits young employees by giving them the opportunity to connect globally
with peers and impact ENGIE’s vision and strategy. Through networking, development,
and collaborative discussion, the YPN promotes professional growth for all young
professionals. Within the first few months of establishing the YPN, initial events
and planning sessions received widespread interest and positive feedback. We are
enthusiastic about further expanding the network. Through the YPN, I hope to gain
stronger connections throughout the organization, further develop professional skills,
and contribute to meaningful and thought-provoking business ideas."
Employees
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ENGIE
45 2019 Sustainability Report
Growth, Training, and DevelopmentStrengthening the skills required to achieve a zero-carbon future
ENGIE North America prioritizes growth, training, and development to ensure employees are equipped for the future
and continuously challenged to broaden their capabilities. We aim to shape and support skill sets that can be transferred
to any environment, providing opportunities for fulfilling careers that contribute to organizational success.
ENGIE & ME SURVEY
ENGIE conducts an annual global engagement survey
to help identify employee needs and better understand
critical issues to ensure a collaborative and engaging
environment. Questions assess knowledge of company
priorities and determine how employees view their work
as a contribution to organizational success. In 2019,
ENGIE achieved a 78% response rate and improved in
10 out of 15 categories over the previous year. Senior
leaders shared findings with their respective groups
and developed action plans that will be monitored for
progress on a quarterly basis.
ZERO-CARBON TRANSITION JOURNEY TRAINING
As the business strategy changed, ENGIE recognized
the importance of keeping employees informed on
the company’s new direction and reasoning behind
its shift in focus. A Zero-Carbon Transition Journey
Training was created to help employees understand the
company’s ambition, the path forward, and the way in
which new activities and plans would be introduced to
customers. This training has equipped participants with
key insights on their individual roles in our total success
and how day-to-day activities impact the organization’s
performance. Managers were also given a toolkit to drive
employee engagement, follow their learning, and organize
workshops to share opinions and collectively decide on
actions to launch.
EMPLOYEE TRAINING
ENGIE firmly believes that learning and development are essential to employee growth, organizational transformation,
and business performance. We offer employees flexible, online and in-person training programs to improve competency
and effectiveness while emphasizing organizational values to be bold, open, demanding, and caring. In 2019, 57% of our
employees attended at least one documented training course. Moving forward, ENGIE plans to employ new strategies to
focus even more on training and ensure our employees are prepared to help make ENGIE a leader in the transition toward
a carbon-neutral economy.
2,003FULL-TIME
EMPLOYEES TRAINED1
61,769 TRAINING HOURS1
57% PROFESSIONAL TECHNIQUES
21% QUALITY, SAFETY ENVIRONMENTAL
7% MANAGEMENT AND
PROFESSIONAL DEVELOPMENT
15% OTHER
TRAININGS BY COURSE TOPICS1
33% ONLINE TRAINING
67% NON-ONLINE
TRAINING
TRAININGS BY COURSE TYPE1
1 Full-time employees only; excluding contractors and union employees
Employees
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ENGIE
46 2019 Sustainability Report
Growth, Training, and Development
INTERNSHIPS
As ENGIE works to shape a sustainable future, we look to
the next generation to join us. ENGIE lays the foundation
for future careers with internship opportunities that
deliver hands-on experiences and mentorships from
industry experts. Mobility and diversity are two important
components of candidate selection. ENGIE invests in
recruiting efforts at universities based on the number of
students graduating with specific backgrounds as well
as student demographics. We target candidates who are
open to relocating and can contribute to our priorities of
diversity in thought, gender, race, and ethnicity. In 2019, 84
individuals were employed as interns. Plans are underway
to expand the number of interns and conversions to full-
time positions with closer coordination among Human
Resources, hiring managers, and internship program
developers to identify more opportunities to hire graduates.
“I began my career at ENGIE in August 2016 as a
marketing analytics intern from the Trading, Risk
and Investment Program at Texas A&M University.
I joined the marketing analytics team full-time in
December 2017 after finishing my master’s degree
in financial management. My internship equipped
me with the skills I needed to excel at my job, and
the culture of the company kept me challenged.
Since joining, I have been asked to partake in
numerous projects that have helped shape me
as a person and an employee. After two years of
being full-time in marketing, I transitioned to the
sales floor and am now part of the Marketing and
National Indirect Sales Team. ENGIE has given me
great mobility, and I could not be more thankful!”
Komal PremjeeMarketing Analyst II
ENGIE North America
Culture and Values TeamIn 2019, ENGIE North America launched the Culture and Values Team (CVT) to help facilitate a customer-centric
culture to make the transition to zero carbon a reality. Led by the ENGIE Head of Culture, the group is composed
of roughly 50 diverse leaders of high character from across the company who embody ENGIE’s values and have
leadership capabilities, a willingness to serve, and positive and motivating energy. Together, the group works to
achieve five goals:
1. Increase awareness of ENGIE’s purpose, vision,
mission, and values
2. Execute initiatives that enhance cultural adoption
3. Align the organization’s culture with the
business strategy
4. Enroll and acknowledge culture champions
5. Harmonize individual experiences at all
opportunities, from attracting and assessing
employees to developing and retaining them
84 INTERNSHIPS PROVIDED IN 2019
Society
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47 2019 Sustainability Report
Economic Development and Job Impact Illustrating our commitment to making a positive socioeconomic impact
To better understand our contribution to local and national development, ENGIE North America initiated a study
in 2019 to evaluate the impact of our business activities on society. Three levels of socioeconomic impact
were evaluated:
• Direct Impacts: Corresponds to the company’s employees and operating income
• Indirect Impacts: Economic activity generated by ENGIE’s investments and expenses paid within its
supply chain
• Induced Impacts:1 Wages payed by ENGIE and its suppliers, which support household consumption
The study concluded that ENGIE generated $1.6 billion in Gross Domestic Product (GDP) in 2018, while
supporting 18,175 jobs.2
$1.6 billionGDP
18,175JOBS SUPPORTED
5,625DIRECT JOBS
4,600INDIRECT JOBS
7,950INDUCED JOBS3
1 Induced impacts calculated for ENGIE North America’s USA footprint only2 These figures included ENGIE Insight, an entity located in the United States that is now a part of the ENGIE Impact business unit 3 Induced jobs measured for ENGIE North America’s USA footprint only4 Wages and benefits 5 Corresponds to the company’s operating revenue
$623 millionIN RENUMERATIONS4
$36 millionIN TAXES
5,625FULL-TIME EMPLOYEES
$762 millionIN PURCHASES
$239 millionIN ADDED VALUE5
2018 Jobs Supported and Economic Flows
Society
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48 2019 Sustainability Report
Following the acquisition of Conti Corporation in 2019, a
similar assessment was performed to gauge the impact of
the organization’s economic flows. The study found that
Conti – a construction services company that designs,
builds, and maintains energy infrastructure and assets –
generated $1.2 billion in GDP and supported 8,510 total
jobs in 2019. Had these figures been included in the
initial socioeconomic assessment of ENGIE North America,
the impact of the business entity would have produced
$2.8 billion in GDP and supported 26,685 total jobs.
$2.8 Billion GDP
26,685 Total Jobs Supported
7,439 Direct Jobs
6,583 Indirect Jobs
12,663 Induced Jobs
$1.2 Billion GDP
8,510 Total Jobs Supported
1,814 Direct Jobs
1,983 Indirect Jobs
4,713 Induced Jobs
ENGIE's Total Impact1
Conti Corp.
A Focus on California and New York
California and New York experience significant
socioeconomic impacts from ENGIE’s
operations. These regions represent two critical
areas for the company. California is a hub for
renewable generation, energy services, and
storage while New York represents a region
dense with a range of capabilities, including
energy services and supply as well as operation
and maintenance of facilities.
When combined, California and New York make
up 17% of the total jobs supported by ENGIE
with $397 million in GDP injected into the
states’ local economies.
Economic Development and Job Impact
CALIFORNIA
$142 Million GDP
1,428 Total Jobs Supported
248 Direct Jobs
618 Indirect Jobs
562 Induced Jobs
NEW YORK
$255 Million GDP
3,151 Total Jobs Supported
1,282 Direct Jobs
826 Indirect Jobs
1,043 Induced Jobs
2019 Jobs Supported and Economic Flows
1 These figures represent the summation of the initial socioeconomic assessment performed for ENGIE NA and the secondary study conducted for Conti Corp. in 2019
Society
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49 2019 Sustainability Report
Stakeholder Engagement Creating trusting, mutually beneficial relationships with critical members of society
Stakeholder engagement is an essential process that brings value both to the community and our business
initiatives. ENGIE North America depends on relationships with customers, employees, suppliers, communities,
governments, and nonprofit organizations for input on important priority areas and projects. This helps optimize
strategies, avoid unforeseen obstacles, and ensure plans are sustainable and well-suited for local environments.
Alabama-Decatur Energy, LLC“Stakeholder engagement is critical because we want to make sure that everyone understands
why partnering with ENGIE is beneficial. We want to be a true ally at every level and acting on the
feedback we obtain through engagements plays a critical role in those efforts. The mapping exercise
helped us to bring clarity to our stakeholder relationships – some are truly on the periphery of our
operations and our total footprint was realized when we used the mapping exercise. We value the
data gathered and have already made strides in reaching out to stakeholders through social media,
direct contact, and email. We are also using the communications as a forum for two-way dialogue
where we may have simply had one-way communications in the past.”
STAKEHOLDER MAPPING AND ENGAGEMENT FRAMEWORK
We leverage a stakeholder mapping and engagement framework as well as a corresponding assessment tool to
conduct analyses of stakeholder concerns and evaluate our efforts. The framework takes into consideration the
full engagement cycle – identifying key constituents as well as planning, managing, and monitoring actions – and
comprises six steps:
1. LIST AND DESCRIBE STAKEHOLDERS
2. PROVIDE CONTEXT AND PERCEPTION
3. IDENTIFY AND PRIORITIZE ISSUES
4. MAP STAKEHOLDERS IN RELATION TO KEY ISSUES
5. BUILD ACTION PLANS
6. ENSURE FOLLOW UP AND REPORTING
In 2019, ENGIE launched an initiative to conduct stakeholder engagement evaluations at key generating plants -
including natural gas, biomass, and renewable. Managers were tasked with performing self-assessments to review
the quality of local stakeholder engagement activities and develop action plans. A total of 13 plants conducted
the self-assessments, with 5 plants exceeding the compliance requirements established in the stakeholder
mapping and engagement framework.
49 2019 Sustainability Report
Michael Woods
Plant Manager, Alabama-Decatur Energy LLC
Society
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Stakeholder Engagement TRIPLE H WIND PROJECT
ENGIE North America is committed to transparency and sharing information about projects. The company conducts
multi-year engagements to proactively work with regulators and local communities.
In 2015, ENGIE began conducting thorough environmental risk assessments for the proposed Triple H wind project
in Hyde County, South Dakota. After two years of biological baseline surveys, which include wildlife, noise, and
visual impact assessments, the consultation process with regulators and local communities officially commenced.
ENGIE staff first began engagements with Hyde County to update zoning ordinances, which included meetings and
open houses to allow the local community to voice their opinions about the wind project and proposed revisions to
the county ordinance.
After the new ordinance was approved in 2018, ENGIE began filing conditional use permits with Hyde County and
the South Dakota Public Utilities Commission. In conjunction with these filings, a public scoping was conducted
and an additional open house was held. These transparent and cooperative efforts resulted in no public objections
or opposition to the project, and unanimous approval was achieved for the required permits. In August 2019,
construction commenced for the project, which will provide 250 MW capacity of zero-carbon energy to customers
and communities.
Better Cities Today: Award Winning Stakeholder Engagement in Pismo BeachUsing a unique stakeholder engagement and priority
setting approach – ENGIE’s Unlock Process™ – the City
of Pismo Beach earned global recognition as a Smart
50 Awards recipient for its Better Cities Today project.
The initiative uncovered priorities and opportunities
for technology and data projects that Pismo Beach
could use to advance existing city goals and improve
services to this unique small community with a dynamic
visitor population.
With ENGIE’s Unlock Process, a comprehensive stakeholder engagement model, planning teams were able to identify and
prioritize city concerns, needs, and opportunities. More than 400 ideas were generated and leveraged by ENGIE to build
the final road map to achieve five initiatives: a smart parking strategy, smart water meters, city website improvements,
promenade digital signage, and highway digital signage. These projects will allow the city to use technology to better
serve and engage with residents and visitors while reducing the city’s electricity costs by approximately 40%.
50 2019 Sustainability Report
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51 2019 Sustainability Report
Engagement with Education Institutions Advancing academic opportunities for universities
Large, multiyear agreements with academic institutions, such as The Ohio State University and The University of Iowa,
are continuing to generate interest. These partnerships are helping universities meet sustainable and environmentally
responsible goals while adding significant value in academics, research, operations, and student retention.
ENHANCING ACADEMIC MISSIONS
As part of the innovative public-private partnership with
The Ohio State University, a $150 million commitment was
made through Ohio State Energy Partners – a consortium
of ENGIE North America and Axium Infrastructure – to
support academic collaboration through scholarships,
faculty endowments, sustainability projects and curriculum,
internships, and philanthropic support. It also supported
the creation of a $50 million Energy Advancement and
Innovation Center, where faculty members, students,
alumni, ENGIE researchers, local entrepreneurs, and
industry experts can work together on the next generation
of smart energy systems, renewable energy, and green
mobility solutions.
ENGIE is delivering similar value to The University of Iowa
through an agreement that provides an upfront payment of
$1.165 billion – most of which will go into an endowment
and be invested to generate $3 billion over 50 years.
That investment is estimated to give the university $15
million annually to support academic priorities, including
improving research and student retention.
INTERNSHIPS AND PROGRAMS AT OHIO STATE
In 2019, the Smart Campus Challenge was initiated through
philanthropic contributions provided by Ohio State Energy
Partners. Through the venture-capitalist-style event, six
student finalist teams won $144,000 for their projects to
make Ohio State’s campus more sustainable.
Ohio State Energy Partners also employed 10 interns in
2019 and sent six additional MBA students from the Fisher
College of Business to work with ENGIE for three weeks
in Paris, France. ENGIE also partnered on a number of
unique campus and external events including research and
innovation series, hackathons, and on campus festivals.
FINANCIAL SAVINGS FOR UNIVERSITIES AND SCHOOLS
ENGIE helps educational institutions save money
through renewable energy procurement and efficiency
services. With this savings, customers are able to
finance infrastructure improvements to enhance learning
environments for students. Net savings can also be used to
invest in new learning materials or classroom technology.
$7.1 million IN ENERGY SAVINGS FOR 16 CAMPUSES
$28.9 million IN ENERGY SAVINGS FOR JUST OVER 100 CUSTOMERS
K-12
HIGHEREDUCATION
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ENGIE Momence Community Unit School District 1
IMPROVING ENERGY EFFICIENCY AND INCREASING STEM OPPORTUNITIES
Like many schools in Illinois, Momence Community Unit School District 1 (MCUSD1) faced urgent needs to improve
the learning environment and address deferred maintenance. Pioneering an innovative solution, MCUSD1 opted for
a strategy with ENGIE that delivered energy upgrades and a meaningful STEM education program.
Across the district, a growing effort was already underway to augment science and math curricula with energy
efficiency, conservation, and renewable technology concepts. ENGIE created an energy awareness and conservation
program to support that focus and help save energy by building a culture of awareness. The company also
implemented a four-year professional development program with energy efficiency workshops, hands-on efficiency
activities, and energy team tools and training.
The solution has saved the district $10,000 in repair and maintenance costs and is expected to generate a net
savings of over $120,000 while enhancing student engagement with professional development sessions and
resources for teachers.
ENGIE South San Francisco Unified School District
EDUCATION AND EFFICIENCY 10 YEARS IN THE MAKING
Since 2010, the South San Francisco Unified School District has worked with ENGIE to help lower utility costs while
modernizing classrooms and supporting student achievement. The program is expected to deliver $23.7 million
in net savings and offset annual electric usage by 60% through on-site solar while making more opportunities
available for STEM learning.
Together with ENGIE, the district launched its first-ever Summer STEM Institute. The program focused on serving
students in grades 2-8 by providing hands-on STEM activities, real-world relevance, and project-based learning
experiences. Students in grades 2-5 participated in a four-week program, which included building energy
transformation machines, engineering solar ovens, designing and testing wind turbine blades, and conducting
classroom energy audits. The school district conducted pre- and post-program assessments that determined 85% of
students showed growth in STEM knowledge.
Engagement with Education Institutions Advancing STEM opportunities for K-12 institutions
ENGIE North America is committed to promoting STEM – science, technology, engineering, and mathematics – education in
schools to increase the number of tangible, realistic learning opportunities available to students. We believe driving interest
and engagement in these subjects improves critical thinking and enables innovation in a way that supports future workers in
contributing to sustained growth and stability in the U.S. economy. That’s why ENGIE works with K-12 institutions to tailor unique
energy solutions that address key operational priorities while supporting educational objectives.
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Evaluating Environmental and Social PerformanceAn analysis of our 2019 purchases in North America was performed to better understand the CO2 emissions
associated with our supply chain. Purchase records from ENGIE’s global procurement system were utilized
as well as CO2 conversion factors from Quantis, which are based on the average emissions associated with
different categories of products and services. Through this analysis, ENGIE estimated that 2019 purchases were associated
with more than 860,000 metric tons of CO2.
To receive additional data, ENGIE engaged 50 of its top suppliers for an assessment through EcoVadis. Suppliers were
asked to provide information regarding their environmental, ethics, sustainable procurement, and labor and human
rights performance. EcoVadis provides sustainability ratings that enable businesses to reduce risk, drive performance,
and improve environmental and social outcomes. Collecting data through EcoVadis will help us better understand the
environmental and social performances of our suppliers and the types of policies they have in place to support a low-
carbon future.
Tracking Supplier DiversityIn late 2019, ENGIE began tracking procurement from minority-, women-, LGBTQ-, and veteran-owned enterprises, as
well as certified small businesses in the supply chain. All suppliers have the opportunity to disclose their
status. Once self-identified, suppliers are appropriately categorized on ENGIE’s business spend management
platform, and a verification process is initiated. This exercise provides the company with more information
on the number of and total spend with minority-owned businesses, while delivering insights into
opportunities for improvement to ensure inclusivity in procurement decisions. As of early 2020, 111 suppliers have self-
identified and 39 have been verified within a supplier diversity category.
Responsible Purchasing Assessing our supply chain to support the common good
According to the U.S. Environmental Protection Agency, the supply chain can account for more than 75% of the overall
emissions associated with an organization’s operations. It can also be the source of many social issues, such as human rights'
violations and corruption – even for the most socially responsible companies. In 2019, ENGIE North America began assessing
suppliers to better understand its overall impact in this regard.
880+TOTAL NUMBER OF SUPPLIERS
111SUPPLIERS SELF-
IDENTIFIED1 WITHIN A DIVERSITY CATEGORY
862K MTCO2 EMISSIONS
FROM SUPPLY CHAIN PURCHASES
$10.1 MSPEND ON SUPPLIERS
VERIFIED WITHIN A DIVERSITY CATEGORY
1 Suppliers requested to file EcoVadis CSR assessments
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ECOVADIS
The supply chain can represent 50% to
70% of the sustainability footprint of
companies across the world. From
environmental impacts to labor,
human rights, and ethics risks, the
supply chain is the single greatest
mechanism for change. As stakeholders
are holding companies accountable for responsible practices
across their entire value chain, companies must understand
not only the impact of their supply chain, but also the
underlying sustainability performance of their suppliers.
As we redefine the business landscape to center around
purpose and sustainable value, more and more energy
companies are focusing on carbon neutrality. A 2019 global
supply chain report found that a company’s supply chain
generates on average 5.5 times as many greenhouse gas
emissions as its own operations. Businesses are standing up
to the issue by setting emission reduction targets in order
to fight against climate change and global warming.
The most successful companies aren’t assessing
suppliers for the sake of assessment – they are making
improvements, reducing risks, and driving innovation in
the supply chain. It’s important to train suppliers on what
corporate social responsibility means to your company if
sustainability initiatives are to be effectively implemented.
You should also provide value and rewards to ensure
high adoption. Remember: sustainability is a journey,
not another compliance initiative. The goal is to address
root causes and encourage continuous improvement; not
perform a one-off box-check. Communication, training, and
including incentives are great tools to ensure engagement
and long-term impact.
Pierre-François ThalerCo-CEO
EcoVadis
The renewable energy industry has a
major role to play for the world to
meet a carbon-neutral future, both
in terms of the products we deliver
and the way in which we ensure
future growth. GE Renewable Energy’s
operations commitment, announced in
September 2019, reflects how we want to walk the talk by
becoming a carbon-neutral business by the end of 2020.
The program is all about business improvements and
speaks directly to our company purpose as we help unleash
limitless energy and deliver renewable energy solutions.
Our decarbonization efforts are anchored around this
commitment and leverage three main components:
1. Reducing our company’s carbon emissions through
operational efficiencies
2. Using 100% renewable electricity from on-site
installations, power purchase agreements, or energy
attribute certificates
3. Offsetting remaining emissions through carbon credits
that help build low-carbon, sustainable development
through the delivery of clean and renewable energy
With this carbon-neutral commitment, we are heightening
supply chain engagement and have initiated outreach
to our Tier 1 suppliers that influence our operational
carbon footprint. We are sharing everything we learn with
customers and other stakeholders across the value chain,
and leveraging the experiences from LM Wind Power, which
achieved carbon neutrality in 2018. Customer and supplier
engagement are key priorities and will only increase as
much of our operational emissions require collaboration to
be effectively reduced.
Lene Mi Ran KristiansenCarbon Neutral Program Leader
GE Renewable Energy
GE RENEWABLE ENERGY
Responsible Purchasing Insights from a supply chain expert and an ENGIE North America supplier
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ETHICS CHARTER & PRACTICAL GUIDE TO ETHICS
VIGILANCE PLAN
COMPLIANCE MANAGEMENT REFERENTIAL
ETHICS @ ENGIE
INTEGRITY REFERENTIAL
HUMAN RIGHTS REFERENTIAL
CODES OF CONDUCT
EQUAL OPPORTUNITY AND ZERO DISCRIMINATION
To make team diversity an effective reality, ENGIE monitors its human resources activities to ensure full compliance with the
principle of equal opportunity in access to jobs. The organization does not discriminate on the basis of race, color, religion
(creed), gender, gender expression, age, national origin (ancestry), disability, marital status, sexual orientation, or military status,
in any of its activities or operations. ENGIE provides a whistleblowing line for all employees – and external stakeholders – to
signal any infringement on the organization’s commitments.
RISK MANAGEMENT
The ENGIE Group’s ambition to achieve zero carbon and the diverse range of business activities that support that effort
expose the organization to a wide range of risks that could significantly impact its results, image, and share price. To maintain
alignment with Group priorities, ENGIE North America retains a comprehensive risk management policy to underpin the
business strategy and ensure long-term performance with routine oversight, regular audits, proactive engagements, action plan
development, and annual risk assessments.
Governance and EthicsSupporting our commitment to ethics and compliance
At ENGIE North America, our business practices reflect an absolute belief that our ability to succeed starts with a commitment
to being responsible at the highest level. As a wholly owned subsidiary of ENGIE Group, we align our commitments with those
of our parent company, and we hold ourselves to the strictest standards of accountability.
Group policy is deliberately clear: zero tolerance for violations, particularly with regard to fraud and corruption, and complete
commitment to ethical rules – those of the countries in which we operate and those we set for ourselves. Strict respect for the
essential rules regarding ethics and security is always a paramount priority.
ENGIE Group’s vigilance plan supports the Ethics Charter and Practical Guide to Ethics. It is led and monitored in coordination
with the Group’s executive committee and the ethics, environment, and sustainable development committee, and it covers
three key areas: human rights, health and safety, and the environment. An integrity referential, compliance management
referential, human rights referential, and codes of conduct reinforce the vigilance plan.
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Governance and EthicsEnsuring ethics, compliance, and sustainability in North America
ENGIE North America’s Executive Committee guides the strategic direction of the efforts in North America to operate as
a responsible organization. This group meets regularly to evaluate the company’s position, set targets, track performance,
and define the strategic decisions that ensure ENGIE North America is aligned with ENGIE Group ethics, compliance, and
sustainability priorities.
ETHICS AND COMPLIANCE COMMITTEE
The ENGIE North America Ethics and Compliance Committee, Chaired by the Chief Legal and Ethics Officer, is comprised of
members of the Executive Committee and members of the ethics and compliance function. This committee meets bi-annually
specifically to review and address ethics and compliance matters relevant to ENGIE North America. Ethics Officers, who are
within legal or management functions across all U.S. and Canadian entities, are then responsible for implementing the key
elements of the ethics program.
SUSTAINABILITY COMMITTEE
In 2019, ENGIE North America established a transversal Sustainability Committee to help incorporate sustainability into our
North American operations and ways of working. This cross-functional group includes representatives from our corporate
finance, business development, sales, environment, human resources, legal, real estate, IT, public affairs, marketing, and
procurement teams as well as various operational positions across the U.S. and Canada. The committee meets bi-monthly to
discuss the latest sustainability issues and implement solutions and initiatives across the company.
ETHICS AND COMPLIANCE
The ENGIE Group Ethics Charter – along with its Practical Guide
to Ethics – serves as the foundation for all internal policies
and codes of conduct for business relations, supplier relations,
financial officers, and lobbying. This charter defines the four
fundamental ethical principles underlying our dedication while
providing insight on the application of these commitments
to the Group’s employees and entities, to customers and
stakeholders, and to society as a whole.
1. ACT IN ACCORDANCE WITH LAWS AND REGULATIONS
2 . BEHAVE HONESTLY AND PROMOTE A CULTURE OF INTEGRITY
3. BE LOYAL4. RESPECT OTHERS
Ethics and Compliance Training
ENGIE employees are required to complete annual
training on the company’s ethics principles as
well as our position on anti-fraud and corruption.
The ethics course provides a refresher on ENGIE’s
Ethics Charter as well as how employees should
react when confronted with harassment, conflicts
of interest, bribery and corruption, and other
violations. The anti-fraud and corruption training
reiterates ENGIE’s zero-tolerance policy for fraud
and corruption, offering a range of scenarios to
illustrate how employees can avoid such situations.
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Planet and People Performance DataSummarizing ENGIE North America’s environmental and social impact data
This section outlines the indicators mentioned throughout ENGIE North America’s 2019 Sustainability Report.
These results reinforce our commitments to environmental responsibility and improving performance for everyone.
PLANET: 2019 ENVIRONMENTAL IMPACT DATA
Share of renewable energy capacity in generation portfolio 37%
Employees 6,500
Generation from renewable assets in portfolio 3,313 GWh
Direct and indirect jobs supported in North America 26,685
Avoided emissions from renewable energy assets 920,585 MT CO2e
Gross Domestic Product generated in North America $2.8 billion
Avoided emissions from efficiency services (with performance contracts) 28,620 MT CO2e
Lost time accident frequency rate 2.36
Emissions from natural gas and biomass assets (adjusted for ownership) 2,141,479 MT CO2e
Medical treatment frequency rate 6.45
Emissions ratio from natural gas and biomass assets 358.9 kg CO2e per MWh
Full-time employees trained 2,003
Water consumption from natural gas and biomass assets 1,454,663 m3
Training hours 61,769
Water consumption ratio from natural gas and biomass assets 1.81 m3 per MWh
Women in the workforce 22.9%
Emissions from gas sales 2,002,653 MT CO2
Emissions from fleet vehicles 5,628 MT CO2
Women in management positions 22.3%
Emissions from business travel 2,546 MT CO2
Emissions from supply chain purchases 862,785 MT CO2
Women in ENGIE North America Executive Committee 38%
PEOPLE: 2019 SOCIAL IMPACT DATA
ENGIE NORTH AMERICA
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